Business Conduct Training 2016 Leader’s guide · 2020. 9. 11. · Business Conduct Training 2016, which every employee across our global business will complete. This face-to-face

Business Conduct Training 2016 Leader’s guide

ContentsChief Executive’s message 1Introduction 2 Quick start guide 3 Our responsible decision-making model 4

Before the training 5During the training 6After the training 7Scenarios 8 – 14 1. For the good of the team 9 2. Keep it in the family 10 3. Under pressure 11 4. A simple solution 12 5. Transition troubles 13 6. Everyone else’s problem 14

Notes 15Your enclosures Inside back cover

2 | Business Conduct Training 2016 | Leader’s guide

Chief Executive’s message

Welcome to the Business Conduct Training 2016

We are committed to being a leader in business conduct. Ethical business conduct is a fundamental element of what makes BAE Systems a company we are all proud to work for.

We have all worked hard to build a reputation as a responsible and ethical business. Our challenge is to maintain those same high standards of business conduct going forward.

We all face challenges in the workplace. I encourage you to take the opportunity provided by this training to talk through those challenges, and consider how they might be overcome. Treat today as a moment to reflect on how you and your team work together. The scenarios contained in this training are designed to start discussions on the actual concerns we face in our working lives.

Many of the decisions we face are complex, and sometimes it feels like there is no right answer. Wherever possible, take the time to reflect on those difficult decisions. It may be that, on occasion, the single best thing you can do is to speak up and ask for help. I am personally committed to creating an environment in which people can raise issues without fear of retribution, and in the knowledge that their concerns will be fully looked into.

Our business conduct really matters to me, and to all of my leadership team. A reputation for behaving ethically is hard-won and easily lost. The success of our Company depends on not just what we do, but how we do it. And so I urge you all to take full advantage of this session to raise the issues that are important to you, and to all of us. Thank you, and enjoy the training.

Ian KingChief Executive

Leader’s guide | Business Conduct Training 2016 | 1

As a BAE Systems line manager you play a key role in leading the Business Conduct Training 2016, which every employee across our global business will complete. This face-to-face training will examine the conduct expected of us all, as well as highlighting behaviours that cause concern. The training is designed to help stimulate conversations around ethical issues and should be seen as an ongoing exercise. The training contains scenarios covering a number of specific themes, such as respect in the workplace and speaking up. Each scenario includes several areas for discussion. Our ability to make the right decision when faced with issues that are complex, ambiguous or difficult is critical to our success as managers, and to the success of our teams.

Why are we completing this training?The training will help develop our ability to recognise and respond appropriately to business conduct issues, and shows us how our conduct has an impact on our business. Creating the right environment to generate open and honest discussions, where employees can share experiences and concerns, is key to the success of good business conduct. The training will encourage us to consider issues from different perspectives, and improve our ability to apply ethical principles and values to workplace concerns.

Introduction


PreparationRead the Leader’s guide.Choose two scenarios (page 8).Decide whether to use video or cards (page 5).Book a room.

Record attendance See page 7.

Repeat for your second chosen scenario

Run your first training scenarioPlay the first video or read the card.

Video/training cardsWatch the scenarios yourself before runningthe training. See page 5 for the online addressor use the training cards which are enclosed within this guide.

6

4

Discuss the scenarioUse the scenario summaries (pages 8–14) as a prompt.Encourage the sharing of similar personal experiences.Tips for a successful session are on page 6.

5

Close the sessionTake any questions for follow up.Note attendees for recording in the relevantlearning management system.

7

3

2

1

WelcomeExplain why we are doing the training (page 2).Play the Ian King introduction, or read from page 1.

8

Before the training

During the training

After the training

Quick start guide Please follow the steps below in order to prepare and run your session.


We all want to do the right thing, and from time to time we are faced with making difficult decisions.

Our decision-making model is there to help us consider all the information when making complex decisions, and can be found on the training cards at the back of this guide. Introduce the model, and use it when considering the scenarios.

Our responsible decision-making model

Gather the facts Understand the rules

Consider the situation Validate with others u Think about: accountability, honesty,

integrity, openness and respect u Team, cultural and personal values

u How the situation affects others and how it may be perceived.

u Check you’ve read and understood the Code of Conduct, Company

policies and procedures u Laws and regulations, contract language

u Industry standards and practices.

u Speak to your Line Manager or someone else in your management structure

u Consult with local Ethics Officers, Human Resources or Legal u Use the Ethics Helpline.

u Gather the relevant information u Determine what other information you may need and where to find it.


Before the training

This guide contains the information you need to deliver the training and record your team’s attendance.PreparationBefore starting:

u Familiarise yourself with the scenarios, the content of this Leader’s guide and the quick start guide on page 3

u Use the enclosed copy of the quick start guide to prompt you during the training

u Depending on the numbers attending your session, you may wish to break into smaller groups to discuss the scenarios

u If you’re using the training cards or other reference materials, consider if you’ll need additional copies.

Book a location to run the training. You may wish to run this session in your normal work environment or as part of a regular team meeting.

u If you’re using video, book a room with a screen

u If you’re using training cards, are additional photocopies required?

u The session should take approximately 30 minutes.

Sharing the scenariosSelect two of the six scenarios to share with your team.

Decide on whether to share the scenarios as videos or using the training cards enclosed.

Using videosSubject to your locally agreed delivery method, options for running videos are:

u Intranet: Global Intranet > Corporate Responsibility > Business Conduct Training 2016

u Internet: baesystems.com/businessconducttraining2016

Using training cardsIf you are using training cards to support your session, these are enclosed at the back of this guide.

Supporting resources u Ensure you have enough copies of training materials, included in the back of this guide

u Confirm access and connectivity to training videos via the online links. If you are experiencing difficulty playing the videos, contact your local IT helpdesk

u Where you have local network connectivity issues, consider downloading a local copy of the videos, or use the training cards enclosed

u Prepare a list of attendees for future recording of training completion (see page 7).


http://www.baesystems.com/businessconducttraining2016

http://ws-intranet.ent.baesystems.com/sites/HOCR/Pages/Business-Conduct-Training-2016.aspx

What makes a successful session?The training should encourage active participation anddiscussions focused on ethical business conduct. To support a positive learning environment:

u Familiarise yourself with the training materials

u Ask open-ended questions

u Encourage reflection on the scenarios provided and participants’ experiences

u Focus on what each team member is saying

u Resist the urge to critique responses

u Encourage participation from team members who might not ordinarily contribute

u Try to prevent any single team member dominating the discussion

u Be a good and active listener

u Remember, effective leaders do not need to be experts on every subject

u You may not have all the answers – knowing who to ask is often enough

u Try to use your own experiences to help bring the material to life and demonstrate how it relates to your environment.

Delivering the sessionWelcome and open the session: Explain why this session is important to you and your team. The training:

u Develops our ability to recognise and respond appropriately to business conduct issues

u Demonstrates how our conduct has an impact on our business

u Helps create the right environment to generate open and honest discussions, where the group can share experiences and concerns

u Encourages us to consider issues from different perspectives, and improves our ability to apply ethical principles and values to workplace concerns.

Play: Run the online introduction or read out Ian King’s message (see page 1).

Run scenarios: For your chosen scenarios, either watch the video or use the enclosed training cards. If using cards you can:

u Read the card aloud, or ask a volunteer to read the card u Share the cards with the team members to read (ensure you print enough copies).

Discuss scenarios: After watching the video or reading the card, discuss the scenario:

u Use the questions and key learning points for the relevant scenario (pages 8 – 14) or the training cards to support discussion

u Ensure scenario themes and key learning points are identified

u Encourage your team to share any relevant personal experiences, allowing time for discussion.

Repeat for your chosen second scenario.

Close the session: Summarise the session:

u Address any questions raised, and confirm the process for unanswered questions

u Provide a reminder of the support available:

– Line Manager – Ethics Officer – Human Resources – Ethics Helpline

u Ensure you have a note of those in attendance for recording purposes

u Thank your team for contributing.

During the training


Recording the trainingAfter the session, it is the responsibility of each leader to record attendance using the below methods:

u UK (P&S businesses, Head Office and BAESSA): via SuccessFactors

u All other businesses: via locally agreed routes.

Further support on recording completion of training is available locally, through business points of contact. You will find details of the dedicated intranet/internet pages on page 5 of this guide.

Following upFinally, follow up on any outstanding questions from your team and obtain feedback.

After the training


Choose two scenarios to share with your team.

Scenario information Theme Character Environment

Scenario 1For the good of the teamAn employee’s password is shared with a colleague who then uses it improperly, leading to serious consequences.

u Protecting Company and personal information

u Insider threat

u Importance of process.

Mike, a contractor

Steve, an employee

Sarah, a colleague

Craig, the team manager.

In the office.

Scenario 2Keep it in the familyConcerns are raised with a line manager interviewing a relative for a vacancy.

u Conflicts of interest

u Retaliation.

Peter, an employee

Simon, a manager.

Inside and outside the office.

Scenario 3Under pressureAn employee is not sure whether to report an incident as the site approaches a key milestone.

u Reporting an incident

u Personal pressure

u Personal safety.

Andrew, an employee

Marie, the local safety representative

Mick, a colleague.

Outside the office.

Scenario 4A simple solutionTrying to meet a customer need leads to additional risks.

u Performance pressure

u Product safety.

John, a manager

Sanjay, an engineer.


Scenario 5Transition troublesA new employee is treated unprofessionally by several employees on the team.

u Intimidation and harassment

u Respect in the workplace

u Retaliation.

Abby, a new employee

Joe, an employee

Charlie, an employee

Ted, the manager.


Scenario 6Everyone else’s problemA manager under stress makes unreasonable demands from his team.

u Working with others

u Respect in the workplace

u Challenging workplace culture/behaviour.

Stuart, the manager

Evelyn and Yvonne, employees

Julian, an employee.


Scenarios are available as videos on the global intranet and on our external website via the following links:

u Intranet: Global Intranet > Corporate Responsibility > Business Conduct Training 2016 u Internet: baesystems.com/businessconducttraining2016

Below is a summary of each of the training scenarios, which can be shared as videos or using the training cards enclosed.

Scenarios




Description

An employee’s password isshared with a colleague who then

uses it improperly, leading toserious consequences

Theme

� Protecting Companyand personal information

� Insider threat� Importance of process

Environment

In the office

Characters

� Mike, a contractor� Steve, an employee� Sarah, a colleague

� Craig, the team manager

After watching/reading the scenario, use the following questions to encourage discussion:

u What are the key issues in this scenario?

u What might you have done in Steve’s position?

u What resources are available to help you to consider this situation?

After your team has shared their discussion points, ensure the following key learning points have been covered:

u Information is one of our Company’s most important assets. If you had a pile of the Company’s money, you wouldn’t leave it just sitting on your desk. Think of a password as if it were as valuable as cash: protect it and keep it safe.

u Don’t share passwords, even with people you trust. Your password is your electronic finger print. Once someone else knows your password, it is no longer in your control. When that happens, you can’t ensure the security of the information the password protects.

u As well as potentially leading to damage to the Company, sharing your password could lead to you being open to disciplinary proceedings.

Further resources: u Code of Conduct, 2.7 – Use of Company Information Technology;

u IT Acceptable Use policy; u Security policy; u Communications policy.

Scenario 1 For the good of the team


Description

Concerns are raised witha line manager interviewing

a relative for a vacancy

Theme� Conflict of interest

� Retaliation

Environment

Inside and outsidethe office

Characters� Peter, an employee� Simon, the manager



u What might you have done in Simon’s position? What about Peter’s?

u Who could Peter discuss this with?



u Conflicts of interest can arise when personal interests influence decision-making at work.

u Even the perception of a conflict of interest can cause problems. Ask yourself if someone else could look at the situation and get the wrong impression?

u Transparency is key to resolving any problems. Simon should disclose the potential conflict to his manager and remove himself from the selection process. By removing himself from decision-making roles, he removes any possible perception of a conflict of interest.

u Peter should be aware of how to report a concern. If we observe inappropriate or unacceptable behaviour, we should do something about it. This may mean talking to the person or people involved; discussing the matter with our line manager; seeking specific advice from one of the many resources available, or reporting the matter confidentially through the Ethics Helpline.

u Our Legal and Human Resources departments can provide guidance on the Conflicts of Interest Register.

Further resources: u Code of Conduct, 1.2 – Company Commitment; u Code of Conduct, 2.12 – Conflicts of Interest; u Conflicts of Interest policy; u People policy.

Scenario 2 Keep it in the family


Description

An employee is not surewhether to report an incident

as the site approaches akey milestone

Theme� Reporting an incident� Personal pressure� Personal safety

Environment

Outsidethe office

Characters� Andrew, an employee

� Marie, the localsafety representative� Mick, a colleague



u What might you have done in Andrew’s position? What about Marie and Mick?

u What is your view on Marie’s advice?



u Safety is of fundamental importance. If something goes wrong, we need to know about it so that the appropriate measures can be taken.

u The Company commits that its leaders, managers and supervisors will act with integrity, promote ethical conduct, and foster an open work environment in which employees are encouraged to raise questions or concerns without fear of retaliation or retribution.

u The need to report incidents does not change if there’s a celebratory milestone coming up. Any incident must be reported no matter the surrounding events – employee safety is fundamental and learning from the experience may prevent a reoccurrence.

u Everyone has a responsibility to report any incidents they are aware of. This is a wider point than safety. We should speak up if we see something wrong in any area of the business. The standard we walk by is the standard we accept.

u Consider conflicts of interest when using external suppliers.

Further resources: u Code of Conduct, 2.2 – Health and Safety; u Code of Conduct, 2.12 – Conflicts of Interest; u Conflicts of Interest policy; u Health and Safety policy.

Scenario 3 Under pressure


Description

Trying to meet a customerneed leads to additional risks

Theme� Performance pressure

� Product safety

Environment


Characters� John, a manager� Sanjay, an engineer



u What situation might require deviation from procedure?

u What might you have done in Sanjay’s or John’s position?



u We work in a demanding and fast paced environment. If a customer expects performance that cannot be met under the terms of the contract, the issue should be escalated to the appropriate senior manager who can help to address these concerns. While it may be easier to avoid the issue and not make waves, failing to act is inconsistent with our Company’s principles.

u All expenditures, transactions and hours worked must be charged accurately and in a timely manner. Even relatively minor mischarging creates a false impression of how much effort is being spent on various tasks and makes it difficult to plan for future activities.

u Managers have a responsibility to assist employees in difficult situations. By doing so, trust is built up between both employees and customers. By working together to address problems, we hold each other accountable and we come to agree upon solutions.

u Acting ethically is a long-term commitment. Our relationships with each other and with our customers require work to build and maintain a mutual level of respect and trust.

Further resources: u Code of Conduct, 2.2 – Health and Safety; u Code of Conduct, 2.6 – Recording of time, costs and materials;

u Health and Safety policy; Finance policy; Fraud Prevention policy; Document Creation, Retention and Destruction policy; Local Expenses policy.

Scenario 4 A simple solution


Description

A new employee is treatedunprofessionally by several

employees on the team

Theme

� Intimidation and harassment� Respect in the workplace

� Retaliation

Characters

� Abby, a new employee� Joe and Charlie, employees

� Ted, the manager

Environment




u What might you have done in Abby’s position?

u What resources are available to help Abby resolve this situation?

u What might Ted do differently in this situation?

After your team has shared their discussion points, ensure the following key learning points have been covered.

u Bullying is a pattern of behaviour that intimidates, offends, degrades, or humiliates a person or group of people. It’s a persistent use of offensive behaviour that gradually undermines a person’s self-esteem and confidence. Bullying behaviour doesn’t affect only the individuals it’s directed toward, but can divide work teams, damage morale, prevent communication and damage productivity.

u Bullying, abusive, humiliating or intimidating behaviour is never acceptable and it goes against our Company’s principles. It is our responsibility to treat others with respect and understanding, and in ways that demonstrate that we value the views and opinions of all of our colleagues.

u Everyone should speak up if they feel someone is being treated in an unprofessional manner and should report their concerns to management, Human Resources or the Ethics Helpline, so the Company can address and resolve the matter.

u New starters require support and guidance from their line manager and team. Where genuine performance issues are identified, highlighting to the individual and/or speaking with your line manager can help.

Further resources: u Code of Conduct, 2.1 – Inclusive workplace behaviour; u People policy.

Scenario 5 Transition troubles


Description

A manager under stressmakes unreasonable demands

from his team

Theme� Working with others

� Respect in the workplace� Challenging workplace

culture/behaviour

Environment


Characters� Stuart, the manager

� Evelyn and Yvonne, employees� Julian, an employee



u What might you have done differently in Evelyn’s and Yvonne’s position? What about Stuart?

u Who can Evelyn and Yvonne discuss this with?



u Ethical business conduct starts with how we treat each other. Our culture depends on all of us treating each other with dignity and respect, regardless of the stress or pressure we may feel we are under.

u In an open culture, everyone should feel comfortable speaking up and challenging what is occurring in the workplace, raising concerns and asking questions. Our Company has a number of routes available for raising concerns, including via line management, Human Resources and the Ethics Helpline. When employees speak up, we become aware of issues at an earlier stage and are more likely to be able to resolve them.

u We should all listen to employees’ concerns in a supportive manner. Receiving constructive criticism about the manner in which you work or the methods you use is not always easy; however, we all have a responsibility to promote ethical and professional behaviour that is in line with our values and principles.

Further resources: u Code of Conduct, 2.1 – Inclusive Workplace Behaviour; u People policy; u Employee Assistance Programme.

Scenario 6 Everyone else’s problem


Notes



Please find your enclosures here

Scenarios are available as videos on the global intranet and on our external website via the following links:

u Intranet: Global Intranet > Corporate Responsibility > Business Conduct Training 2016 u Internet: baesystems.com/businessconducttraining2016



Thank you for supporting the Business Conduct Training 2016. This training is part of the Company essential learning. Should you wish to provide feedback please contact the Corporate Responsibility team by emailing us: [email protected]

Copyright 2016 BAE Systems. All Rights Reserved. BAE Systems is a registered trademark of BAE Systems plc.

mailto:code.feedback%40baesystems.com?subject=Business%20Conduct%20Training%20feedback

Documents

Business Conduct Training 2016 Leader’s guide · 2020. 9. 11. · Business Conduct Training 2016, which every employee across our global business will complete. This face-to-face